5 case(s) found.
This governance simulation is a role-play between a powerful, charismatic chair-CEO and an equally powerful and demanding board of directors. The aim is to achieve the respective characters' goals and find the best possible and most workable outcome for all the stakeholders involved given the circumstances.
Reference 6113
Published 29 Jun 2015
Length 15 page(s)
Topic Entrepreneurship
Region North America
Industry Computer Software, Computer Hardware
This governance simulation is a role-play between a powerful, charismatic chair-CEO and an equally powerful and demanding board of directors. The aim is to achieve the respective characters' goals and find the best possible and most workable outcome for all the stakeholders involved given the circumstances.
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
Reference 5064
Published 02 Jan 2006
Length 15 page(s)
Topic Strategy
Region North America
Industry Computer Software, Information Technology and Services, Computer Hardware
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
Reference 5064
Published 02 Jan 2006
Length 6 page(s)
Topic Strategy
Region North America
Industry Computer Software, Information Technology and Services, Computer Hardware
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
Reference 5064
Published 02 Jan 2006
Length 13 page(s)
Topic Strategy
Region North America
Industry Computer Software, Information Technology and Services, Computer Hardware
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
Reference 5064
Published 01 Feb 2006
Length 5 page(s)
Topic Strategy
Region North America
Industry Computer Software, Information Technology and Services, Computer Hardware
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
